Download Report

E x p e r t J o u r n a l o f B u s i n e s s a n d M a n a g e me n t , V o l u m e 3 , Is s u e 1 , p p . 5 3 - 6 1 , 2 0 1 5
© 2 0 1 5 T h e Au t h o r s . P u b l i s h e d b y S p r i n t In v e s t i f y . IS S N 2 3 4 4 - 6 7 8 1
http://Business.Exp ertJournals.com
What Do Companies in the Processing Industry
Do in Order to Achieve Success?
Peter BÓNA* and Robert LIPPERT
University of Pannonia, Hungary
Borders of countries and continents have become more and more blurred by
now, while distances have turned out to be less important. Markets of
continents or countries are not separated anymore therefore competition
between companies has gotten fiercer and much faster than earlier. What
kind of instruments may companies in the processing industry use to maintain
their existence and to remain competitive in the fragile system following the
economic crisis in 2008? This research aims at finding out how the effects of
components belonging to the concept of strategic management system
influence outstanding achievement and success. It primarily analyses, in what
ways instruments considered being the most determinative, i.e. strategic a
structural success factors affect the processing industry. In order to do that
the research defines the factors having an influence. Thereafter it explains
successful operation of companies with factors emerging via the use of
regression models. It uses the balance scorecard as a tool for success criteria
describing success. The research tackles the issue of sustainability with a
high priority in this system as a success component: the fifth perspective
among the other four classic ones. Thus the results of the research will show
how strategic and structural success factors can make a company successful
and the satisfaction of which groups of interest they affect the most.
Keywords: success, balanced scorecard, success factors, strategy, structure
JEL Classification: M10, M12, M14
1. Introduction
Instruments necessary for effective operation depend remarkably on the current age and the
environment surrounding the organisation. Various ages have had their different keys to success. This key has
become more and more complex and complicated due to the continuous acceleration of world economy and
*
Corresponding Author:
Peter Bóna, University of Pannonia, Veszprem, Hungary
Article History:
Received 31 March 2015 | Accepted 15 April 2015 | Available Online 19 April 2015
Cite Reference:
Bóna, P. and Lippert, R., 2015. What Do Companies in the Processing Industry Do in Order to Achieve Success? Expert Journal of Business and
Management, 3(1), pp.53-61
53
Bóna, P. and Lippert, R., 2015. What Do Companies in the Processing Industry Do in Order to Achieve Success?
Expert Journal of Business and Management, 3(1), pp.53-61
the fact that distances have become negligible. While geographical barriers were more significant earlier, the
time factor was not as determinative as it is today. Nowadays globalisation has become almost unstoppable.
Following the economic crisis of the past years it has been playing a more significant role how to
remain existent and how opportunities can be better exploited in the current fragile system. The race between
organisations is in fact on for competitiveness and to preserve it. Consequently the primary task of companies
is to be competitive. Their success depends principally on that.
The instruments applied in the current situation differ from those used earlier, since companies have
to maintain their position and achieve success in a different type of economic and social environment that has
changed compared to the period preceding the crisis. The research provides an opportunity to bring the
deliberate use of instruments in order to achieve success into focus, depending on the current environmental
conditions.
2. Literature Review
The book of T. J. Peters and R. H. Waterman published in 1982 represents the first significant step in
the analysis of reasons leading to the success of a company (Peters and Waterman, 1982). Their work was
followed by research projects such as the study of Kotter and Heskett in 1992, in which they analysed how
organisational culture affects the success of a company (Kotter and Heskett, 1992). Collins and Porras tried to
find the answer to the question what permanently successful companies do (Collins and Porras, 2000), whereas
Eisenhardt and Brown identified time pacing as a main instrument (Eisenhardt and Brown, 1998). Following
them Foster and Kaplan brought the importance of transformation into focus (Foster and Kaplan, 2001) and
Collin analysed what turns a good company into an excellent one (Collins, 2001). During the Evergreen Project
Joyce and his colleagues explored what organisations assessed by them as successful do (Joyce et al., 2003).
It is worth mentioning Spitzer from this period, according to whom the main issue is measurement so as to
achieve the most productive operation. In his opinion a company may never be better than its own measurement
system. He considers the appropriate measurement system to be the basis of the whole operation (Spitzer,
2007).
One of the most important periods in the course of identifying success factors was the end of the first
decade of the 2000s following the economic crisis. Research projects conducted on the exploration of
successful operation at that time are of key importance, because the latest results can provide the most
information. The study of Beer in 2009 is one of these, which associates excellent performance with
outstanding commitment (Beer, 2009). The analysis of Szabó and Csepregi draws attention to creativity and
entrepreneurial attitude (Szabó and Csepregi, 2009). Breene and Nunes realised that companies able to renew
again and again pay close attention to market relevance, distinctiveness and talent care. These aspects mature
faster than financial performance (Breene and Nunes, 2011). Rumelt, however, puts the emphasis exclusively
on strategy concentrating on what makes a strategy good and what does not. Effective strategy often occurs
unexpected, but by filtering general mistakes and by monitoring activities related to successful companies the
chances for it significantly increase (Rumelt, 2011).
3. Research Premises
3.1. Research Objectives
This research aims at finding out what kind of effects components of the concept of strategic
management system have on success and to what extent they influence it. How do companies operating in the
processing industry in Hungary validate their strategy and reach their long-term goals? The objective of the
research is to develop a model, which shows in what ways success factors affect performance.
Questions denoting the focus of the research are, as follows:
- Based on which criteria of success may the success of a company be defined?
- Which success factors determine the outstanding achievement, success of a company?
- What kind of correlations may be pointed out between the particular success factors and success
criteria, as well as their respective groups?
3.2. Variables of the Research
The research is looking for answers to the emerging questions within the scope of strategic
management. Instruments used in the operation of a company can be basically classified in the three
cornerstones of strategic management (Barakonyi, 2000). Beside them, leadership instruments play an
important role; how those entitled to lead coordinate, motivate and develop participants to bring out the best
54
Bóna, P. and Lippert, R., 2015. What Do Companies in the Processing Industry Do in Order to Achieve Success?
Expert Journal of Business and Management, 3(1), pp.53-61
performance from themselves. This research raises the issue, what kind of success factors can be found within
the defined groups and in what ways these instruments affect the performance, success of a company. Hence
success factors will be the independent variables of the research, whereas success will be the dependent
variable. The results of research projects on success concluded in the past years will formulate the basis for
identifying success factor variables. In case of success criteria it is the balanced scorecard, which offers a
consistent measurement system.
The research will look for success factors in the earlier determined four sections. In strategy, which is
the tool of companies for the future, the challenges and the attitude to the environment. In solutions originating
from cultural idiosyncrasies, which have an influence on the actions and ways of thinking related to a
community. In the developed structure, which defines the formal and informal transmissions of information
and actions. And finally in leadership solutions, with which those entitled to lead coordinate and motivate their
co-workers to bring out the best in themselves. Success factors identified following the study of literature
related to the subject are, as follows:
Strategic success factors
- Fine-tuning: Slight modification of ongoing strategy due to changes in the environment.
- Time pacing: Choreographed procedures for changes and the company’s pacing for changes
follows a well-definable rhythm.
- Long term plans: Company has set up objectives for longer periods of time.
- Slower growing businesses: Businesses growing slower than expected or sale or termination
of divisions.
- Related businesses: Development and exploitation of unique skills in the central division of
the company. Strong expansion to related industries.
- Responsibility: Integration of social and environmental aspects in the business operation and
in the relationships with stakeholders at one’s own will, on a voluntary basis.
- Proactivity: Company takes action typically ahead of its competitors.
- Communication of strategy: Clear communication of strategy for everyone involved.
Structural success factors
- Distribution: Simple, flat organisational structure.
- Relationship with customer: Endeavour to build up a relationship with the customers deeper
than transactions. Setting up an internal system as if everyone was in a direct contact with the
customer.
- Measuring system: Deep assessment measuring system working with numerical data.
- Proposal handling: Company has an organisational solution for considering and implementing
improvement proposals submitted by co-workers.
- Decision-making: Important decisions are close to customers.
Cultural success factors
- Honour: Honour of performance and motivating others to perform.
- Teamwork: Cohesion, teamwork based on mutual help.
- Management breeding: Company breeds its own management.
- Common values: Mentality defining the whole company, the awareness concerning principal
expectations and common values raised at all levels among employees.
- Core values vs. development: Company is able to preserve its own core values and objectives,
while its strategy and internal processes adapt to changes in the world.
- Multi-skill labour force: Employment of co-workers deployable in several areas.
Leadership success factors
- Human relationships: Daily contact of management with colleagues working on lower levels.
- Intuitivity: Leadership is conducted not only with systematic methods and well-established
practices, but also intuitively based on inner instinct.
- Senior management: Small number of management, simple structure in accordance with the
possibilities.
- Talent care: Senior management takes part in breeding talent.
- Delegation: Involving employees in decision-making and preparation.
55
Bóna, P. and Lippert, R., 2015. What Do Companies in the Processing Industry Do in Order to Achieve Success?
Expert Journal of Business and Management, 3(1), pp.53-61
Success presupposes outstanding performance; therefore the basis for formulating success criteria is
performance measurement. The research will apply the balanced scorecard developed by Robert S. Kaplan and
David P. Norton. The authors basically differentiate four perspectives in order to measure the performance of
a company (Kaplan & Norton, 2000; Kaplan & Norton, 2002). However, currently a prominent role has been
given to sustainability. As a result of that, it is necessary to tackle this issue separately as a fifth perspective.
Unlike previous practice this empirical research will analyse the performance of companies – as one of the
pioneers – by taking five perspectives into account. Thereby new, yet unidentified correlations may be
explored as opposed to earlier research.
During the inclusion of sustainability it is important that it – not being a market aspect – affects the
other four factors and thus the whole system as far as direct and indirect effects are concerned (Figge et al.,
2002). Success criteria as the indicators of success have been outlined based on perspectives:
Success of Financial Perspective
- Changes in profit
- Changes in revenue
- Changes in costs
Success of Learning and Growth Perspective
- Co-worker satisfaction
- Labour force fluctuation
- Hours of training
- Improvement proposals submitted
Success of Customer Perspective
- Customer satisfaction
- Prizes awarded
- Changes in number of customers
- Customer complaints
- Timely deliveries
Success of Sustainability Perspective
- Charity donations
- Graduate starting salary
- Environmental fines
- Environmental investments
- Recycled waste
- Renewable energy
- Ratio of women in management
Success of Internal Processes Perspective
- IT investment
- Number of deliveries
- Patents
- Flawless supplier deliveries
- R&D&I expenditure
3.3. Hypotheses of the Research
The research is looking for answers to the emerging questions within the scope of strategic
management. Instruments used in the operation of a company can be basically classified in the three
cornerstones of strategic management (Barakonyi, 2000). Beside them leadership instruments play an
important role; how those entitled to lead coordinate, motivate and develop participants to bring out the best
performance from themselves.
Hypotheses set up as a result of explorative research are, as follows:
Hypothesis No.1: Factors having an influence on the successful operation of a company can be
identified and my assumption is that they can be categorised in four groups: strategic, cultural, structural, and
leadership factors.
Hypothesis No.2: We presume that the group of strategic success factors is primarily in correlation
with the customer success component.
Hypothesis No.3: We presume that the group of structural success factors is primarily in correlation
with the internal processes success component.
4. Research Methodology
Success factors determined by earlier research projects formulate presupposed groups. The research
analyses in details how explored instruments affect the whole operation of a company and its objective
performance. This is shown in the logic model of the research (Figure 1). How do they become more effective
and successful than their competitors based on the particular aspects?
56
Bóna, P. and Lippert, R., 2015. What Do Companies in the Processing Industry Do in Order to Achieve Success?
Expert Journal of Business and Management, 3(1), pp.53-61
Independent variables
Dependent variable
Factors influencing successful operation
Successful operation of a company
Success of financial
perspective
Strategic success factors
H2
Structural success factors
H3
Success of customer
perspective
Success of internal
processes perspective
Cultural success factors
Success of learning and
growth perspective
Leadership success factors
Success of sustainability
perspective
H1
Figure 1. The Logic Model of the Research
4.1. Measurement and Research Instrument
During the practical analysis of the research the inspection of success factor groups was carried out
with factor analysis, whereas the definition of the success component via principal component analysis. The
examination of correlations was conducted by path analysis, since the linear regression analysis could not be
accomplished because of the internal effects due to the balanced scorecard. Via the application of linear
regression models indirect and direct effects have been identified.
4.2. Data Collection and Sample
The survey of the research has been prepared based on the model of the research. Knowledge acquired
via the literature on the subject formed the basis for the compilation of the content, which was accompanied
by further characteristics and results of companies to be scanned. 109 company leaders helped by filling in the
survey and it has been modified based on their observations and suggestions.
Companies having more than 50 employees operating in the processing industry in Hungary have been
brought into the focus of the research. Markets are dominated mostly by these businesses; therefore most of
the labour force available in Hungary is employed by them. In order to let the research provide new useful
information and correlations to the widest number of people it is necessary to examine and concentrate on the
instruments used by these organisations as a consequence. The finalised survey was handed over to employees
having a managerial role in the targeted companies. Data collection took place between August and November
2014. Altogether 4,411 managers received the survey, out of which 464 were sent back. 230 of them could be
used for the research. That means a 5.21 % response rate.
The analysed aspects may bring important results in case of other types of organisations too.
Accordingly further research directions may be opened, such as the analysis of effective success factors related
to the public sector or to small and medium-sized companies.
5. Analysis and Results
5.1. Factor Analysis
The examination of success factors identified as a result of the theoretical research was carried out via
factor analysis. The analysis showed how the suspected variables and their respective groups appear.
Conditions have been fulfilled both the Kaiser-Meyer-Olkin (KMO=0.792) test and the Bartlett test
(Sig.=0.000) showed conformity. The analysis resulted in five factors (Table 1).
57
Bóna, P. and Lippert, R., 2015. What Do Companies in the Processing Industry Do in Order to Achieve Success?
Expert Journal of Business and Management, 3(1), pp.53-61
Table 1. Variables of Success Factors
Name of Factor
Name of Variable
1.External success factors
Fine-tuning
Time pacing
2.Internal success factors
Long term plans
Communication of strategy
3.Structural success factors
Relationship with customer
Proposal handling
4.Cultural success factors
Teamwork
Multi-skill labour force
Intuitivity
5.Leadership success factors
Talent care
Delegation
Thus factors facilitating successful operations in a company may be grouped in five factors. It is true
that five groups have emerged instead of the presupposed four, but this only means that strategic success
factors have been separated into two parts: external and internal success factors. The first factor is the ‘external
strategic success factors’ (SSe), which brings changes into focus. The ‘internal strategic success factors’ (SSi)
include long-term plans and raising awareness to them internally. ‘Structural success factors’ (SuS) includes
organisational solutions for services and maintenance improvement. ‘Cultural success factors’ (CS) mean
organisational standards and values, according to which work organisation takes place. ‘Leadership success
factor’ (LS) comprise in what ways managers develop their co-workers and divide the tasks.
It was only ‘Intuitivity’, which was not positioned in accordance with the earlier categorisation. The
classification of this factor proved to be questionable already during the theoretical identification, because it
is greatly dependent on culture. Finally the practical analysis made it evident that it needs to be taken into
account not at leadership, but rather at culture as a success factor influenced by culture.
5.2. Path Analysis
Based on the correlations among variables the following five linear regression models could be
outlined, where letters of the Greek alphabet denote partial regression coefficients and the RESIDi is the i-th
error term of the regression equation:
𝑃𝑁𝑆 =∝1 × 𝐶𝑆 +∝2 × 𝑉𝑁𝑆 +∝3 × 𝐼𝑃𝑃𝑆 +∝4 × 𝐿𝐺𝑃𝑆 + 𝑅𝐸𝑆𝐼𝐷1
𝑉𝑁𝑆 = 𝛽1 × 𝑆𝑆𝑒 + 𝛽2 × 𝑆𝑢𝑆 + 𝛽3 × 𝐿𝑆 + 𝛽4 × 𝐼𝑃𝑃𝑆 + 𝛽5 × 𝐿𝐺𝑃𝑆 + 𝛽6 × 𝑆𝑃𝑆 + 𝑅𝐸𝑆𝐼𝐷2
𝑀𝑁𝑆 = 𝛾1 × 𝑆𝑆𝑒 + 𝛾2 × 𝐿𝑆 + 𝛾3 × 𝐿𝐺𝑃𝑆 + 𝑅𝐸𝑆𝐼𝐷3
𝑇𝐹𝑁𝑆 = 𝛿1 × 𝐿𝑆 + 𝑅𝐸𝑆𝐼𝐷4
𝐹𝑁𝑆 = 𝜀1 × 𝑆𝑆𝑒 + 𝜀2 × 𝑆𝑆𝑖 + 𝜀3 × 𝑆𝑢𝑆 + 𝑅𝐸𝑆𝐼𝐷5
According to the significance test related to the validity of the regression models each model is
significant. The examination of conditions concerning variables and error terms has been conducted and it
showed conformity in each and every case. The heteroskedasticity of error terms was tested with the Whitetest. The inspection of the effects of success factors on success criteria was conducted by path analysis due to
the relationships between dependant variables set by the balanced scorecard. First relationships have been
determined based on the correlations among factors, with the help of which linear regression models used for
the path analysis could be outlined, thus defining the internal effects. With the results identified paths can be
laid down (Figure 2).
58
Bóna, P. and Lippert, R., 2015. What Do Companies in the Processing Industry Do in Order to Achieve Success?
Expert Journal of Business and Management, 3(1), pp.53-61
Figure 2. Path Model Evolved via the Analysis
The numbers in the higher position on the arrows in the figure show the β value indicating the slope
of the regression line, whereas the numbers below them are the values of the Pearson product-moment
correlation coefficient related to the strength of correlation. In case of correlation the double asterisk following
the numbers indicates 1 percent significance level, while single asterisk denotes 5 percent significance level.
The generally presupposed correlations can be found between the four ‘classic’ perspectives. The
sustainability perspective has, however, a direct effect only on customer perspective and via that an indirect
effect on financial perspective. This shows that sustainability in Hungary is rather a marketing aspect for the
time being. It has a value generating effect for customers; it increases their satisfaction and they prefer to
choose services and products of the company.
External strategic and structural success factors affect the financial performance indirectly in a positive
way, though the effect of the latter is practically zero. However external strategic success factors already have
a direct effect on customer satisfaction in a positive way. Accordingly the fine-tuning and pre-planned time
pacing of strategy envisages a higher customer satisfaction. The effect can be traced in the internal processes
perspective too, because the analysed success factor has a direct positive effect on what results internal
processes show. The relationship is also positive here, which defines that the operational efficiency of the
organisation will be thereby better and more successful. In case of customer perspective internal strategic and
structural success factors have less effect in an indirect and positive way. Three factors have direct positive
effect on the success of sustainability perspective: external, internal strategic success factors and structural
success factors. Direct and indirect effects can be summarised in tables (Table 2-4).
Table 2. The Effect of Success Factors on the Financial and Customer Perspectives
Success of financial perspective Success of customer perspective
Independent variables
Direct
Indirect
Total
Direct
Indirect
Total
External strategic success factors
0,081
0,081
0,167
0,076
0,243
Internal strategic success factors
0,027
0,027
Structural success factors
0,008
0,008
0,048
0,048
Cultural success factors
Leadership success factors
-
59
Bóna, P. and Lippert, R., 2015. What Do Companies in the Processing Industry Do in Order to Achieve Success?
Expert Journal of Business and Management, 3(1), pp.53-61
Table 3. The Effect of Success Factors on the Internal Processes and Learning and Growth Perspectives
Success of internal processes
Success of learning and
perspective
growth perspective
Independent variables
Direct
Indirect Total
Direct
Indirect Total
External strategic success factors
0,243
0,243
Internal strategic success factors
Structural success factors
Cultural success factors
Leadership success factors
Table 4. The Effect of Success Factors on the Sustainability Perspectives
Success of sustainability
perspectives
Independent variables
Direct
Indirect Total
External strategic success factors
0,157
0,157
Internal strategic success factors
0,134
0,134
Structural success factors
0,242
0,242
Cultural success factors
Leadership success factors
-
6. Discussion and Conclusion
The first hypothesis concentrates on the success factors as well as on their identification and
classification. It may be stated about success factors identified with the help of factor analysis that they verified
the presuppositions of the research model. Factors having an influence on the successful operation of a
company can be identified and comprised with the groups of strategic, cultural and leadership factors, where
strategic success factors can be further subdivided into external and internal success factor sections. The
success factors emerging this way are, as follows:
- Strategic success factors:
External strategic success factors: Fine-tuning of strategy, pre-planned time pacing of
operations.
Internal strategic success factors: Long term plans, clear communication of strategy
to everyone involved.
- Structural success factors: Creation of a Service providing – customer system within the company,
organisational unit for the consideration and implementation of improvement proposals.
- Cultural success factors: Cohesive team, multi-skill co-workers deployable in several areas, not
only systematic, but also intuitive work organisation.
- Leadership success factors: Participation of leaders in talent care and involvement of employees
in decision-making as well as the creation of operational mechanisms.
The second hypothesis analyses the effect of strategic success factors on the customer success
component. Based on the results of the analysis it may be stated that not the effect related to customer
perspectives is the strongest.
In case of strategic success factors the application of fine-tuning and time pacing has a greater effect
on customer, internal processes and sustainability results and it affects financial success less in an indirect
way. Accordingly if a company immediately takes new social trends into account, prepares itself for transitions
and moves with the market, customers will be more satisfied, the number of customers will increase, the
internal processes will improve and the sustainability prospects will be on the rise too. It is also shown that
raising awareness of long term plans and strategy on all levels and its clear communication helps to improve
sustainability perspectives in a direct way and thus it indirectly improves customer results too.
The third hypothesis analyses the effect of structural success factors on the internal processes success
component. The analysis did not confirm the presupposition. The results show that structural success factors
primarily have an effect on the sustainability success component rather than on internal processes. Thus it may
be assessed that the development of an internal system clearly motivating innovations based on customeroriented aspects has the greatest influence on sustainability. This shows that employees consider
environmental and social issues of a very high importance concerning development and improvement
proposals. It also has an indirect effect on the customer perspective revealing that because of a system built up
this way customers will be more satisfied, which generates an increase in the number of customers.
60
Bóna, P. and Lippert, R., 2015. What Do Companies in the Processing Industry Do in Order to Achieve Success?
Expert Journal of Business and Management, 3(1), pp.53-61
References
Barakonyi, K., 2000. Stratégiai menedzsment. Nemzeti Tankönyvkiadó, Budapest
Beer, M., 2009. High Commitment, High Performance: How to Built a Resilient Organization for Sustained
Advantage. John Wiley & Sons, San Francisco
Breene, R.T.S. and Nunes, P.F., 2011. Reinvent Your Business Before It’s Too Late. Harvard Business
Review, january, 2011
Chikán, A., 2008. Vállalatgazdaságtan, 4. átdolgozott, bővített kiadás. AULA Kiadó, Budapest
Collins, C.C. and Porras, J.I., 2000. Built To Last: Successful Habits of Visionary Companies. 3rd edition
Random House Business Books, London
Collins, J., 2001. Good to Great. Why some companies make the leap… and others don’t. Harper Business,
New York
Eisenhardt, K.M. and Brown, S.L., 1998. Time Pacing: Competing in Markets that Won’t Stand Still. Harvard
Business Review, march, 1998
Figge, F. and Hahn, T. and Schaltegger, S. and Wagner, M., 2002. The Sustainability Balanced Scorecard Linking Sustainability Management to Business Strategy, Business Strategy and the Environment,
(forthcoming). Volume 11, Issue 5, pages 269–284, September/October 2002
Foster, R. and Kaplan, S., 2001. Creative Destruction: Why Companies That Are Built to Last Underperform
the Market – and How to Successfully Transform Them. Currency Book, Random House, New York
Joyce, W. and Nohria, N. and Robertson, B., 2003. What Really Works: The 4+2 Formula for Sustained
Business Success. HarperBusiness, New York
Kaplan, R. S. and Norton, D. P., 2000. Balanced Scorecard (Eszköz, ami mozgásba hozza a stratégiát – BSC
– Kiegyensúlyozott stratégiai mutatószám-rendszer). KJK-KERSZÖV, Budapest
Kaplan, R. S. and Norton, D. P., 2002. A Stratégiaközpontú szervezet: Hogyan lesznek sikeresek a Balanced
Scorecard vállalatok az új üzleti környezetben?, Panem Könyvkiadó Kft., Budapest
Kaplan, R. S. and Norton, D. P., 2002. A stratégiaközpontú szervezet. Panem – IFUA Horváth & Partner
Kotter J.P. and Heskett J.L., 1992. Corporate Culture and Performance. Free Press, New York
Peters, T.J. and Waterman, R.H., 1982. In Search of Excellence (Lessons from America’s Best-Run
Companies). Harper & Row, New York
Rumelt, R.P., 2011. Good Strategy, Bad Strategy: The Difference and Why It Matter. Crown Business, New
York
Spitzer, D.R., 2007. Transforming performance measurement: rethinking the way we measure and drive
organizational success. AMACOM, New York, 2007
Szabó, L. and Csepregi, A., 2009. A gazdasági válság hatása a szervezeti kultúra alakulására - jó irányba
megyünk?. Harvard Business Manager, 2009. 11. szám, 29-35. oldal
Vörös, J., 2010. Termelés- és szolgáltatásmenedzsment. Akadémiai Kiadó. Budapest
61